The document provides an overview of human resource management. It defines HRM as planning, organizing, directing and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish organizational goals. It discusses the importance, features, functions, objectives, and role of the HR manager. Recent HRM trends include remote working, upskilling, virtual team building, and a focus on employee experience, well-being, and data-driven decision making. The document also covers induction, training methods like on-the-job training and job instruction training, and compensation.

1. Human Resource Management
Module 1 : Introduction to HRM

2. Contents
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• Introduction
• Meaning and Definition
• Features & Objectives
• Importance
• Scope
• Function & process
• Role of HR manager
• Difference b/w HRM & Personal Management

3. Human Resource Management
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Human resource: The people who make up the workforce of an organization,
business sector, or economy
Management: The organization and coordination of the activities of a
business in order to achieve defined objectives
Human Resource Management Defined:
Human resource management is the planning, organizing, directing and
controlling of the procurement, development, compensation, integration,
maintenance, and separation of human resource to the end that individual,
organizational and social objectives are accomplished

4. • The management function of identifying the need for acquiring, optimally
utilizing and finally discharging the human factor back to society in a
responsible and ethically acceptable way.
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• Refers to the philosophy, policies, procedures and practices related to the
management of people in an organization.

5. Importance Of HRM Extreme Cases of Poor
management
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6. Social significance
• Maintain balance between job and job seeker according to qualification
and need
• Psychological satisfaction by providing suitable and most productive
employment
• Maximum utilization of resources in effective manner, pay reasonable
compensation in proportion to his/her contribution
• Help employee make their own decision matching organizational interest
Importance Of HRM
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7. Professional significance
Promotes team work in employee by providing healthy working environment
by:
• Maintaining the dignity of the employee as a ‘human-being’
• Providing maximum opportunity for personal development
• Providing healthy relationship between different work groups so that work
is effectively performed
• Improving the employees’ working skill and capacity
• Correcting the errors of wrong postings and proper reallocation of work
Importance Of HRM
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8. Significance for organization
Help the organization in accomplishment of organizational goal by:
• Creating right attitude among employee through motivation
• Effectively utilization of available goals of organization and fulfilling their
own social and psychological recognition
Importance Of HRM
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9. Features or Characteristics or Scope of HRM
• HR planning
• Job analysis
• Recruitment & Selection
• Orientation & Placement
• Training and Development
• Performance Appraisal
• Employee and executive remuneration
• Employee motivation
• Welfare and Safety
• Organizational relations/ IR
• Employee-employee relationship
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10. Functions of HRM
Source : https://getuplearn.com/blog/functions-of-hrm/#operative-functions-of-hrm
Managerial Function
Planning
Organizing
Directing
Co-ordinating
Controlling
Procurement
Maintenance
Conducting Research
Work culture
Compensation
Integration
Employment
Operative Function
Development
Human Resource
Development
Developing a
communication system
Human relation

11. Objectives of HRM
• To help the organization reach its goals.
• To ensure effective utilization and maximum development of human resource.
• To ensure respect for human beings.
• To identify and satisfy the needs of individuals.
• To ensure reconciliation of individual goals with those of the organization.
• To achieve and maintain high moral among employees.
• To provide the organization with well-trained and well-motivated employees.
• To increase to the fullest, the employee’s job satisfaction and self- actualization.
• To develop and maintain a quality of work life.
• To be ethically and socially responsive to the needs of society.
• To develop overall personality of each employee in its multidimensional aspect.
• To enhance employee’s capabilities to perform the present job.
• To equip the employees with precision and clarity in trans-action of business.

12. Role of Human Resource Manager
• The Conscience Role (Ethics and value of organization/ person)
• The Counsellor (Employee disappointed with job, personal problems)
• The Mediator (Mediator between employee and management)
• The Spokesman (Speak on behalf of employee/organization)
• The Problem-solver (HRM related issues solving)

13. Recent Trends in HRM
1. Remote Working is New HR Trends 2023
2. Remote Learning
3. Upskilling
4. Virtual Team Building Activities
5. Digital Collaboration Platform
6. Digital Tracking
7. Virtual Employee Experience
8. Data-Driven HR
9. Virtual Employee Engagement
10. Automation of Tasks
11. Mental Health Support
12. Mobile-Friendly Recruitment
13. Productivity
14. Ethical Leadership
15. Getting Back to the Workspace
Source : https://www.startuphrtoolkit.com/hr-trends/

14. Module 3
Induction, Training and Compensation

15. MEANING
Induction(Orientation) is a process through which a new employee
is introduced to the joband theorganization. It is a technique by
which a new employee is rehabilitated into his surroundings and
introduced to the practices, policies and the purposes of the
organization.

16. OBJECTIVES
⚫ Remove fears
⚫ Improvestaff morale, work standards & revenue-profits
⚫ Assist in understanding theculture & values
⚫ Actsas avaluablesourceof information
⚫ Developa realistic jobexpectation, positive attitude & jobsatisfaction
⚫ Create favorable impression of the firm & itsworks
PURPOSE
 Accommodating employees
 Becoming Insider
 Overcoming employee anxiety
 Overcoming reality shock
 Reducing employee turnover

17. PROBLEMS FACED DURING INDUCTION
⚫ 1. Busy or Untrained supervisor
⚫
2. Too much information
⚫
3. Overloaded with paperwork
⚫
4. Given menial tasks
⚫
5. Employee thrown into action soon
⚫
6. Wrong perceptions of employees

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TRAINING :
• Training is a planned programme designed to improve performance and bring
about measurable changes in knowledge, skills, attitude and social behaviour of
employees.
• Essential for job success
• It can lead to higher production, fewer mistakes, greater job satisfaction
and lower turnover

19. FEATURES OF TRAINING
• Increases knowledge and skills
• Focuses attention on the individual job
• Concentrates on individual employees
• Gives importance to short term performance

20. Need for Training
• New recruits to perform assigned tasks effectively
• To prepare existing employees to for higher level jobs(Promotion)
• Helps the existing employees to keep in touch with latest
developments
• Permits employees to cope to move from one job to another
(transfers)
• To make employees more versatile, mobile, flexible
• To gain acceptance from peers

21. Training Needs Assessment
• Training needs can be identified through the following types:
Organizational Analysis
• Analysis of Objectives
• Resource Utilization Analysis
• Environmental Scanning
• Organizational Climate Analysis
Task or Role Analysis
Person Analysis
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22. Training Methods
• Usually by the location of instruction
• On the Job Training is provided when the workers are taught relevant knowledge,
skills and abilities at the actual work place.
• Off the Job Training requires the trainees learn at a location other than the real
work spot.
• Widely used training method includes:
1) Job Instruction Training (JIT)
2) Coaching
3) Mentoring
4) Job Rotation
5) Apprenticeship Training
6) Committee Assignments

23. Job Instruction training (JIT)
• Developed during World War II
• Four step instructional process
o Training directly received on the job
o Trainee receives an overview of the job
o Trainer actually demonstrates the job and the trainee is asked to copy the
trainer’s way.
oThe trainee, finally, tries to perform the job independently

24. Merits and demerits of JIT
• Merits includes:
• Trainee learns fast through practice and observation.
• Economical as it does not require any special settings. Also mistakes can be corrected
immediately.
• The trainee gains confidence quickly as does the work himself in actual setting with
help from supervisor.
• It is most suitable for unskilled and semi-skilled jobs where the job operation are
simple; easy to explain and demonstrate with in a short span of time.
• Demerits includes:
• The trainee should be as good as the trainer. If the trainer is not good, transference
of knowledge and skills will be poor.
• While learning, trainee may damage equipment, waste materials, cause accidents
frequently.
• Experienced workers cannot use the machinery while it is being used for training.

25. Coaching
• Continuous process of learning by doing
• Here the supervisor explains things and answers questions; throws
light on why things are done the way they are; offers a model for
trainees to copy, conducts lot of decision making meetings, and
allows trainees freedom to commit mistakes and learn
• Coaching, thus, requires lot of teaching skills.

26. Mentoring
• Mentoring is a relationship in which a senior manager in an
organization assumes the responsibility for grooming a junior person
• Technical, interpersonal and political skills are generally conveyed in a
relationship from the more experienced person.
• Main objective of mentoring is to help an employee attain
psychological maturity and effectiveness and get integrated with the
organization

27. Merits and Demerits of Mentoring
Merits include:
• There is an excellent opportunity to learn.
• Constant guidance helps the mentee to be on track, using facilities to good
advantage.
Demerits include:
• It may be create feelings of jealousy among quickly through continuous
interaction. Other workers, who are not able to show equally good
performance.
• If members from overly strong bonds with trainees, unwarranted
favouritism may result. This can have a demoralizing effect on other
workers, affecting their work performance in a negative way.

28. Job Rotation
• Training involves the movement of trainee from one job to another
• Helps to understand a general idea about functions in an organization
• As a measure of relieving boredom
• Helps to develop rappot among individuals in an organization

29. Merits of Job Rotation:
• Improves participant’s job skills, job satisfaction
• Provides valuable opportunities to network within the organization
• Offers faster promotions and higher salaries to quick learners
• Lateral transfers may be beneficial in rekindling enthusiasm and
developing new talents
Demerits of Job Rotation:
• Increased workload for participants.
• Constant job change may produce stress and anxiety.
• Mere multiplication of duties do not enrich the life of a trainee.
• Development costs may shoot up when trainees commit mistakes,
handle tasks less optimally

30. Apprenticeship Training
• An internship is a kind of on-the-job training that usually combines
job training with classroom instructions in trade school, colleges and
universities
Committee Assignments
• In this method, trainees are asked to solve an actual organizational
programme working along with other trainees.

31. Off-the-Job Methods
Off-the-Job Methods include:
• Vestibule Training
• Role Playing
• Lecture Method
• Conference or Discussion Method
• Programmed Instruction

32. Evaluation of a Training Programme
• The process of Training Evaluation can be defined as “ any attempt to
obtain information on the effects of training performance and to
assess the value of training in the light of that information”
• Five levels of Evaluation :
1) Reactions
2) Learning
3) Job Behavior
4) Organization
5) Ultimate Value

33. Methods of Evaluation
Various methods can be used to collect data on the outcomes of
training. Some of the commonly used methods are:
 Questionnaires
 Tests
 Interviews
 Studies
 Human Resource Factors
 Cost Benefit Analysis
 Feedback

34. Kirkpatrick Model
Source : https://www.valamis.com/hub/kirkpatrick-model

35. Compensation Management
Direct vs. Indirect Compensation: Defined
Direct compensation is the monetary payment given to employees for time worked or achievements, such as:
•Base salary
•Wages
•Bonuses
•Commission
•Overtime
In general, direct compensation includes a fixed reward (like base salary) and can also involve short-term and
long-term incentives (like overtime and bonuses).
Any other non-cash benefit (with indirect monetary value) is considered
indirect compensation. These perks include:
•Insurance (health, dental, vision, etc.)
•Paid leave (vacations, holidays, sick days, etc.)
•Retirement contributions
•Career development programs
•Tuition reimbursement
•Student loan repayment assistance
•Office snacks
Source : https://hrsoft.com/direct-vs-indirect-
compensation/#:~:text=An%20employee's%20direct%20compensation%20is,isn't%20based%20on%20performance.

36. Compensation Structure
Structuring employee compensation involves setting salary ranges and pay
grades based on market data and job roles. This process includes conducting a
job analysis and evaluation, determining the form of your compensation
structure, and planning to update pay structures.

37. Thank You
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